Effects of LMX and Differential Treatment on Work Unit Commitment

2002 ◽  
Vol 91 (1) ◽  
pp. 220-230 ◽  
Author(s):  
Wim van Breukelen ◽  
Dorien Konst ◽  
René van der Vlist
Keyword(s):  
Significant Interaction ◽  
Unit Commitment ◽  
Differential Treatment ◽  
Leader Member Exchange ◽  
Work Unit ◽  
Significant Interaction Effect ◽  
Positive Effects ◽  
Lmx Theory ◽  
Member Exchange ◽  
Additional Variance

The Leader-Member exchange (LMX) theory of leadership states that leaders do behave differently towards the various members in their work unit. Relatively little attention has been devoted to the question of whether members' perceptions of differential treatment on the part of the leader affects their commitment to the work unit. Perceptions of the amount of differential treatment within their work unit did not explain additional variance in members' work unit commitment after the effects of LMX quality were accounted for. There was, however, a significant interaction effect of LMX quality and differential treatment on work unit commitment. The perception of a large number of differential treatment incidents seems to act as a neutralizer with respect to the positive effects LMX quality may have.

Reaction to “Comments on ‘The Effects of Leader-Member Exchange and Differential Treatment on Work Unit Commitment’: Distinguishing between Neutralizing and Moderating Effects”

2004 ◽  
Vol 95 (3) ◽  
pp. 879-882 ◽  
Author(s):  
Wim van Breukelen ◽  
Dorien Konst ◽  
René Van Der Vlist
Keyword(s):  
Unit Commitment ◽  
Interaction Effects ◽  
Differential Treatment ◽  
Leader Member Exchange ◽  
Moderating Effects ◽  
Work Unit ◽  
Member Exchange

Ye and Barbuto in 2004 made a number of interesting observations about use in 2002 by Van Breukelen, Konst, and Van der Vlist of the term ‘neutralizer’. They advised caution when employing the term ‘neutralizer’, preferring instead the designation ‘moderator’. Their comments underscore the importance of discussion on the nature of interaction effects in studies of leadership. Here we clarify our procedures in more detail and present the results of further analyses of our data.

Comments on “The Effects of Leader-Member Exchange and Differential Treatment on Work Unit Commitment”: Distinguishing between Neutralizing and Moderating Effects

2004 ◽  
Vol 94 (2) ◽  
pp. 495-500 ◽  
Author(s):  
Ye Xu ◽  
John E. Barbuto
Keyword(s):  
Unit Commitment ◽  
Differential Treatment ◽  
Regression Coefficients ◽  
Leader Member Exchange ◽  
Moderating Effects ◽  
Work Unit ◽  
Member Exchange ◽  
Main Effects ◽  
The Relationship

Van Breukelen, Konst, and van der Vlist in 2002 examined how members' perceptions of differential treatment from the leader affect the relationship between Leader-Member exchange and work unit commitment. This paper offers commentary, with specific focus on the judgment call for examining continuous effects across all levels of differential treatment. To justify the role of differential treatment as a neutralizer that weakens the influence of Leader-Member exchange on work unit commitment, the regression coefficients of work unit commitment on Leader-Member Exchange should be examined continuously with discriminable differential treatment. As a caution against using “neutralizer” based on the research results presented, “moderator” is suggested as the more appropriate descriptor of the role that differential treatment played. Also, the nature of the interaction between Leader-Member exchange quality and work unit commitment is explored, suggesting research should focus more on the main effects.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

Relationship building in empowering leadership processes: A test of mediation and moderation

2015 ◽  
Vol 21 (4) ◽  
pp. 369-387 ◽  
Author(s):  
Won Jun Kwak ◽  
Christine L Jackson
Keyword(s):  
Psychological Empowerment ◽  
Work Group ◽  
Relationship Building ◽  
Leader Member Exchange ◽  
Dyadic Relationship ◽  
Empowering Leadership ◽  
Positive Effects ◽  
Lmx Theory ◽  
Member Exchange ◽  
Mediation And Moderation

AbstractThe direct positive relationship between empowering leadership and subordinate empowerment is well established. However, leader–member exchange (LMX) research, which concerns a leader’s relationship-building with subordinates in a work unit, suggests that the direct leader empowering–subordinate empowerment association may be more complex than understood in the current literature. Accordingly, this study examined LMX theory-based mediation and moderation processes occurring between empowering leadership and subordinate empowerment. In a field study employing 132 administrative workers in 26 work groups, as expected, an individual subordinate’s perceived LMX mediated the positive effects of empowering leadership on the subordinate’s psychological empowerment. In addition, LMX differentiation cross-level moderated the linkage between empowering leadership and perceived LMX. Together, study findings suggest that subordinates’ perceived LMX in a dyadic relationship with a leader and in a work group needs to be carefully considered in empowering leadership processes.

scholarly journals The influence of leader-member exchange differentiation on work unit commitment: the mediating role of support climate

Psychologica ◽  
2019 ◽  
Vol 62 (1) ◽  
pp. 99-118
Author(s):  
Vicente González-Romá ◽  
Pascale M. Le Blanc
Keyword(s):  
Health Care ◽  
Indirect Effect ◽  
Unit Commitment ◽  
Leader Member Exchange ◽  
Work Unit ◽  
Mediating Role ◽  
Member Exchange ◽  
One Year

We investigated whether the influence of LMX differentiation (the extent to which the quality of the leader-member relationships within a work unit varies) on work unit commitment is mediated by support climate. We tested this mediated relationship in a sample composed of 30 health care units. The results obtained showed that LMX differentiation measured at Time 1 was negatively related to work unit support climate measured one year later (Time 2), which in turn was positively related to work unit commitment measured at Time 2. The negative indirect effect of LMX differentiation on work unit commitment through support climate was statistically significant. Our study contributes to having a better understanding of the role of LMX differentiation in work unit functioning.

scholarly journals Conceptualizing the impact of Leader-member Exchange in non-profit and religious organisations: The case of waqf institutions in Malaysia

2019 ◽  
Vol 7 (3) ◽  
pp. 71
Author(s):  
Sharfizie Mohd Sharip ◽  
Marinah Awang ◽  
Ramlee Ismail
Keyword(s):  
Past Research ◽  
Positive Outcome ◽  
Potential Effect ◽  
Leader Member Exchange ◽  
Non Profit ◽  
Lmx Theory ◽  
Member Exchange ◽  
The Impact

While a great discussion on past research done to investigate the impact on Leader-Member Exchange (LMX) in producing the positive outcome of the management, relatively little research has been done conducted to examine the link between LMX to the effectiveness of the management particularly in a religious based non-profit organization in a Malaysia setting. Meanwhile, a discussion on LMX of the non-profit organisation is not explicitly religious based as the discussion on Malaysia institution, and specifically among non-profit organisation religious based is lacking. Thus, the objective of this study to address the issue of communication among leader-member via LMX theory and to propose potential effect to the effectiveness of the management particularly in a religious based non-profit organisation, specifically in Waqf institutions in the Malaysian setting.

scholarly journals Leader–Follower Congruence in Work Engagement and Leader–Member Exchange: The Moderating Role of Conscientiousness of Followers

2021 ◽  
Vol 12 ◽  
Author(s):  
Yanhua Ye ◽  
Ziwen Wang ◽  
Xiaowei Lu
Keyword(s):  
Work Engagement ◽  
Negative Relationship ◽  
Leader Member Exchange ◽  
Future Directions ◽  
Lmx Theory ◽  
Person Environment Fit ◽  
Work Tasks ◽  
Member Exchange ◽  
The Relationship

Extant research has investigated the relationship between work engagement and various outcomes, such as job performance and organizational commitment, neglecting the effect of work engagement on social relationships at work. Drawing upon person-environment fit theory and LMX theory, the present study aims to examine the effect of (in)congruence between leader and follower work engagement on leader–member exchange (LMX) and the moderating effect of conscientiousness. About 273 employees and 72 leaders participated in this study and completed the measurements of work engagement, conscientiousness, and LMX at two time points. Using cross-level polynomial regressions, we found that, compared with incongruent work engagement, employees perceived high levels of LMX quality when their work engagement was aligned with that of their leaders. Regarding the congruence, the employees reported higher levels of LMX when congruence in work engagement was at higher rather than lower levels. Regarding the incongruence, when the employees engaged less in their work tasks than their leaders, they were more likely to experience lower LMX. Moreover, the negative relationship between incongruence in leader and follower work engagement and LMX was mitigated when followers were more conscientious. All our hypotheses were supported. Both theoretical and practical implications for work engagement as well as future directions are discussed.

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